hh.sePublikasjoner
Endre søk
RefereraExporteraLink to record
Permanent link

Direct link
Referera
Referensformat
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annet format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annet språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf
Internal venturing: Sponsored corporate spin-offs in Sweden
Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
Chalmers University of Technology, Gothenburg, Sweden.
2007 (engelsk)Inngår i: International Business Geography: Case Studies of Corporate Firms / [ed] Pellenbarg, P. & Wever, E., London: Routledge, 2007, s. 97-116Kapittel i bok, del av antologi (Annet vitenskapelig)
Abstract [en]

Quite a number of earlier studies have found that the majority of new technology-based firms are spin-offs from existing organizations, usually established in the geographical neighborhood of the parent (Dorfman 1983; Roberts 1991; Saxenian 1994; Sternberg 1996; Keeble 1997; Lindholm Dahlstrand 1997, 2001; Lindholm Dahlstrand and Dahlander 2003). Since established corporations are responsible for a large amount of R&D in many industrialized regions and countries, they are also likely to play a key role in evolving new technologies and future growth. However, even though knowledge-intensive organizations such as large technology-based corporations and universities are often found as sources of technological innovations, they have frequently demonstrated difficulties in realizing or exploiting the full value of such innovations (Abernathy and Utterback 1978; Pavitt 1991; Bower and Christensen 1995; Rivette and Kline 2000). Reasons for this may be: a financial, e.g. they cannot find the capital to explore further; b organizational, e.g. the present organization is not suitable for exploitation; or c related to opportunity recognition, i.e. the established firm cannot see an underlying opportunity that may be appropriated with its resource-base.

sted, utgiver, år, opplag, sider
London: Routledge, 2007. s. 97-116
Serie
Routledge Studies in International Business and the World Economy, ISSN 1359-7930 ; 37
HSV kategori
Identifikatorer
URN: urn:nbn:se:hh:diva-4539Scopus ID: 2-s2.0-84911185206Libris ID: 10544596ISBN: 978-0-415-42919-1 (tryckt)ISBN: 0415429196 (tryckt)ISBN: 9780203939208 (digital)OAI: oai:DiVA.org:hh-4539DiVA, id: diva2:321944
Tilgjengelig fra: 2010-06-03 Laget: 2010-06-03 Sist oppdatert: 2018-07-13bibliografisk kontrollert

Open Access i DiVA

Fulltekst mangler i DiVA

Scopus

Personposter BETA

Lindholm Dahlstrand, Åsa

Søk i DiVA

Av forfatter/redaktør
Lindholm Dahlstrand, Åsa
Av organisasjonen

Søk utenfor DiVA

GoogleGoogle Scholar

isbn
urn-nbn

Altmetric

isbn
urn-nbn
Totalt: 213 treff
RefereraExporteraLink to record
Permanent link

Direct link
Referera
Referensformat
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annet format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annet språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf